The M&A Landscape

This Ignite panel featured four industry leaders discussing their experiences with navigating the complexities of mergers and acquisitions in the landscape industry.

What do you look for in an acquisition?

Shane Jarrett, Chief Information & Technology Officer, Mariani Premier Group: “Some of our partners have very little technology, and we don't necessarily look at that as a negative. We can bring the technology. It’s about … do they know their numbers? Do they know their business? Are they delivering great service to their clients? If you’re taking care of your clients, then the money is there.” 

Approaches to rebranding

Jarrett: “We don't want the client experience to change — except for the better. These companies are known for their name, they’re known for their trucks … they’re comfortable with them.”

Cristianna Denelsbeck, CFO,  Landscape Workshop: “It’s part of the culture, so it’s an emotional day when an owner sees their brand come off the truck, and we’ve lost deals because of it. But (rebranding) matters in terms of valuation, economies of scale, etc.”

Allen Sweeney, CEO and Founder, APHIX: “We do rebrand everything — we didn't want to have different missions and mission statements across the country. We wanted everyone aligned in the way we were thinking about impact and growth. One vision, one mission, one set of values — but we don’t rush that. You have to do it right.“

What advice would you give a company looking to be acquired? 

Denelsbeck: “Take care of the blocking and tackling,” she said. “Manage the labor. Manage the price increases. Really think about who your partner is going to be. Most of the sellers care about the customers and their employees. Make sure you're comfortable with who you’re signing up for the next few years.”

Pitfalls in acquisitions

Denelsbeck: “Our key goal now is not to blow something up until you know how to fix it. We used to move too quickly, switching everyone to Aspire on Day 2, and it cost us. Now, we’re on the ground for 1-6 months, moving at the pace that makes sense.

“We do now go into Aspire in Month 1 — not Day 2 — but Month 1, and we do a hard financial close at the end of Month 1, too. That can be eye-opening, but we think it’s important to have that kind of visibility and transparency right away.”

Sweeney: “Sometimes people just go too fast. Sometimes people rush to an endgame that they’re not quite ready for. Make sure the timing is right for the business.”

The future

Denelsbeck: “For some reason, I think private equity has become a bit of a bad word,” she said. “But I think it’s here to stay and will bring a lot of opportunities. At some point, technology will come along to really change things — and the companies with access to capital will probably make the most of that. That may be private equity, but it also may be a great family-run business with capital stashed away.”

-Scott Goldman

Beyond the Paycheck: Smart Ways to Motivate Your Crews

Key insights from Aspire's Ignite conference on building high-performance teams through effective motivation and leadership.

Understanding Your Organization

A successful organization is really a team of teams working towards a common goal. Whether you're a company manufacturing products or maintaining beautiful landscapes, this principle remains constant. Incentives are powerful tools for boosting productivity, and they extend far beyond just money to include recognition, growth opportunities, and purpose.

The Reality of Rolling Out Incentives

“Incentives are hard to implement. When rolling out the first production operational bonus program, it took about 18 months to get it right,” says Seth Pflum, President & COO of Grunder Landscaping. The first commission plans also required 18 months to properly develop. You have to weigh all the different options and ensure the financials work.

The key is balancing intrinsic versus extrinsic motivation:

• Intrinsic motivation comes from within, seeing team success, personal growth, and being part of something meaningful

• Extrinsic motivation includes external factors like earning money, receiving recognition, and avoiding negative consequences

Aligning Incentives with Growth

When designing incentive programs, start by understanding your team's current standing from both intrinsic and extrinsic perspectives, then determine where you want to go. Align incentives with personal values while supporting your growth objectives.

For growth-focused companies, Pflum explains, "We want someone who intrinsically likes to be working. They like to see success. They want to be part of a team that's growing and growing. But they're also motivated by money. So how do you balance all that to create a program? We're still trying to figure it out."

Creating Ownership and Purpose

Effective programs create a sense of ownership and purpose. "We're on a big growth plan," says Pflum. "So commissions are tied to gross profits of contracts and projects. And then on the production side, it's tied to hours of dues and bills and indirect costs."

Types of Effective Incentives

Financial Rewards:

• Commissions are truly earned (like salary without a contract)

• Bonuses are discretionary rewards for hitting specific objectives

• Team-based bonuses when entire teams reach collective goals

Recognition Programs:

• Shout-outs for behaviors that drive success

• Handwritten notes 

• Public acknowledgment of achievements

Career Development:

• Clear advancement opportunities

• Skills training and growth paths

• Leadership development programs

Non-Monetary Perks:

• Flexible schedules

• Extra PTO for top performers

• Special privileges for high achievers

Designing Effective Programs

Keep it simple. Team members should easily understand:

• What they're doing to affect their own bonus

• What they're doing to affect the team bonus

• How their efforts connect to company objectives

Tie incentives directly to organizational goals. If your goal is profitable growth, ensure every incentive program supports that objective. For example, requiring the completion of specific billable hours while maintaining quality standards and staying within budget.

The Team Approach

The most successful programs encourage collaboration between sales and production teams. Sales commissions tied to gross profit motivate sellers to work with operations managers, while production bonuses tied to efficient hour utilization encourage quality work that stays on budget.

When both teams understand how their success interconnects, they naturally collaborate to ensure projects are profitable, completed efficiently, and meet quality standards.

Implementation Challenges

Success requires keeping programs simple and clearly communicating how individual actions impact both personal and team rewards. Take time to explain and articulate the program so team members can accept and embrace the changes.

Remember: it's not just about money. Recognition, growth opportunities, and creating a sense of purpose are equally important in building a motivated, high-performing landscape team.

Seth Pflum, President & COO, Grunder Landscaping 

-Missy England